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| − | Multidisciplinary project teams can lead to more innovative solutions and a better understanding of the project's complexities by providing a wider range of perspectives, skills, and experiences. This is particularly useful for projects that need to take a comprehensive approach and integrate multiple disciplines, such as design, engineering, marketing, and technology. By combining these different skill sets, a team can tackle complex problems more effectively and deliver a more comprehensive solution.
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| − | One of the major sources of project complexity is human behavior. It can increase the complexity of a project by introducing factors of subjectivity, different cultural or professional backgrounds or attitudes. This makes project leadership a complex and challenging task that requires a combination of technical and interpersonal skills. This leadership is not tied to the project manager alone, as successful projects feature various team members who demonstrate leadership skills. <ref name="PMIGuide"> Project Management Institute, Inc. (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK ® Guide) – 7th Edition and The Standard for Project Management. Project Management Institute, Inc. (PMI) </ref> Not to mention, building these teams requires a wide range of leadership skills to create an effective project environment, which is necessary to allow team members to work together and achieve synergistic effects and the best possible outcome. <ref name="Kerzner"> Kerzner, H. (2017). Project Management - A Systems Approach to Planning, Scheduling, and Controlling (12th Edition). John Wiley & Sons </ref> <ref name="PMIGuide"/> Creating such an environment involves proper communication, motivation, and taking action when the situation requires it. <ref name="PMIGuide"/>
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| − | This article outlines the key elements of successful multidisciplinary project team leadership. These include building a high-performing team, setting clear goals and expectations, managing conflict and overcoming obstacles, and motivating and engaging team members. The article also discusses the limitations of multidisciplinary project teams. An annotated bibliography is provided for further reading on this topic.
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| − | == Background ==
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| − | === Definition multidisciplinary/interdisciplinary ===
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| − | === Why multidisciplinary teams? ===
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| − | == Challenges working within multidisciplinary teams ==
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| − | == Application ==
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| − | === Building a High-Performance team ===
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| − | === Establishing Clear Goals and Expectations ===
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| − | === Managing Conflict and Overcoming Obstacles ===
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| − | === Motivating and Engaging Team members ===
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| − | == Limitations ==
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| − | == Annotated Bibliography ==
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| − | == References ==
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| − | <references />
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